Q&A; VENTURA COUNTY COMMUNITY COLLEGE DISTRICT CHANCELLOR : ‘I Have to Spend Some Time Listening’

Editor’s Note: When Dr. Thomas Lakin, 47, becomes chancellor of the Ventura County Community College District on Monday, he will take over a $64-million education system with 32,500 students. It is also a system that has been plagued by financial and personnel scandals in the past year. Lakin, former president of Los Angeles Southwest College, talked about his new job and how he will approach it with Times staff writer Tina Daunt.

Q. Dr. Lakin, you come to Ventura County with a reputation as a problem solver. What will be your first problem-solving priority?

A. The major challenge for the next few years at least is to keep the district solvent while providing quality in terms of breadth and depth at the colleges. The state is having fiscal problems, and that always is transplanted into problems for local government. And there does not seem to be a lot of relief in sight. We have to be very prudent on how we spend the district’s dollars. We need to put the dollars to use as carefully as we can.

Q. At Los Angeles Southwest College, you cleaned house when you became president, bringing in your own team of administrators. Do you plan to do the same in Ventura County?

A. No, it’s not necessary in Ventura County. At Los Angeles, I entered a situation that was very unusual, and because of that, I thought it required a new team. The Ventura County district is a very fine district with fine personnel. If any adjustments need to be made, they will be made over time after I evaluate people’s performances.

Q. Will students see much of Thomas Lakin, or do you anticipate being a desk-bound administrator?

A. I’ve never been desk-bound. I’m a runner, first of all. My kids tell me I have to always be out and about doing things. An administrative job does require desk time, but I plan to be out and about. I’m not really going to be on campus on a daily basis. But any time I visit, I will seek out students, and I hope they seek me out.

Q. District Trustee James T. (Tom) Ely and his wife were convicted last week for padding their travel expenses. The district board recently demoted Moorpark College President Stanley Bowers for approving questionable financial transactions. Vice Chancellor Tom Kimberling resigned amid charges of mismanagement. And the IRS has penalized the district for bungled bookkeeping. As chancellor, what role would you play in ensuring better management of district finances?

A. First of all, I’m not sure Tom Kimberling is that bad of an administrator. In fact, I think he is pretty good. He may have made some mistakes. We’re going to advertise for his replacement. We need to get a good person. Also, I will ask for an audit of the district to find out where the holes are in the financial system, if there are any. I want to find out where they are before they lead to problems. All districts are audited annually. It’s required by law. I’m talking about auditing certain operations throughout the district. For example, we could audit how cash is handled in the bookstores. You can take just about any fiscal operation and audit it to find out how it’s operating. If there’s potential for problems, we’ve got to correct those problems.

Q. There has been some criticism that the district is top-heavy with vice chancellors and associate vice chancellors. Do you anticipate reorganizing the district’s administrative structure?

A. If you want to see top-heavy, come to L.A. Let me make a general statement. I have to spend some time listening and learning and analyzing. I need two or three months for some changes and six months to a year for others. I don’t rule out doing something like that. But at the same time, I can’t say that something will be done. I will look at each of these vice chancellors carefully. I’m very interested in the operations of the district. I want to know how things get done. I’m not an imperialistic type. I don’t run things like the chairman of the board.

Q. As an educator, what role do you believe a community college plays today, and will that change if Ventura County gets a state university campus?

A. A state university campus in Ventura County would enhance the mission, development and function of the community colleges. I would welcome a state institution to Ventura County. Education is one of those things that, as far as I’m concerned, you can’t get enough of. I’m for education until the day you die. Community colleges, first and foremost, are the only American form of higher education. They are the people’s colleges. They are the places that invite people to partake in higher education. They are places where people come for training. They are places where people come to find themselves. The community colleges provide a form of an economic base, and they become cultural and intellectual centers. They are warm and friendly places, and they exist for the people.

Q. You have identified expected state funding cuts as the district’s most pressing problem. Do you believe the $5-million package of cuts identified by district officials is the best way to handle the shortage of funds?

A. There is a problem in responding to that one. I was not around when the budget was formulated for the coming fiscal year. I have no familiarity with the district’s budgets or process. Although I am familiar with the kind of cuts, I can’t give you a judgment on the wisdom of the cuts. Ask me the same question next year, if we have to do any cutting, and I can better respond. On this fiscal business, everything is relative. Compared to Los Angeles, the cuts in Ventura are minuscule.

Q. The three campuses, especially Oxnard College, have plans to construct additional buildings. With the shortage of state money, is it likely these plans will be delayed?

A. I hope not. One of my areas of strength has been obtaining funding for campus construction, and that’s going to be a top priority of mine. I don’t like an incomplete campus. If you find an incomplete campus, you usually find one that serves a large minority population. I don’t like that statement. It’s just something we have to contend with and deal with, and it’s something that needs to be corrected. The development of Oxnard College is a very high priority of mine. Period. And I will not waver from that position. We have two other fine institutions . . . but they’re not struggling as much as Oxnard.

Q. With the retirement of Ventura College President Robert W. Long and the demotion of Bowers in Moorpark, how will you go about filling these vacancies?

A. There will be a selection process, one that is approved by the board and trustees. I hope the board will allow me to make a final recommendation, and I hope they would support that recommendation. The chancellor’s job is to run the district, and I hope the board will allow me to do that. I’m the professional educator. Everyone has ideas on how to run the district. Board members are duly elected trustees, but they are not professional educators.

Q. The district is changing its calendar so that fall classes start in August and end before Christmas. Do you have any thoughts on this shift?

A. We’ve got to make sure the public knows and understands what’s happening. I’ve experienced a shift to an early calendar, and it was disastrous. . . . I hope people make the necessary adjustment. I love flexible calendaring. I’d even like to have trimesters. We need to find out if there are better ways to utilize the facilities the taxpayers own. If we can do better, let’s talk about doing it better.

Q. Look ahead a year from now. How will you gauge whether or not your first 12 months as chancellor here have been successful?

A. Based on my own experience, I’ve learned not to determine success in these complex institutions for three years. The only thing I would be able to determine is whether we’ve remained fiscally sound. Education is one of the slowest changing institutions in American society. Three is the magic number. A learning institution will not see the results of those changes until then.